Copyright © 2009 Pearson Education Canada10-1 Chapter 10 Motivating Today’s Workforce and Handling Employee- Management Relations
Copyright © 2009 Pearson Education Canada10-2 Understanding Human Relations Needs of management management employees employees
Copyright © 2009 Pearson Education Canada10-3 What Is Motivation? “An inner force that moves individuals to take action.” Companies motivate their employees by: –providing a positive corporate culture –utilizing behaviour modification techniques that consider need, action and outcome
Copyright © 2009 Pearson Education Canada10-4 Theories of Motivation Scientific ManagementScientific Management Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs Hertzberg’s Two-Factor TheoryHertzberg’s Two-Factor Theory McGregor’s Theory X, Theory YMcGregor’s Theory X, Theory Y Ouchi’s Theory ZOuchi’s Theory Z Equity TheoryEquity Theory Expectancy TheoryExpectancy Theory
Copyright © 2009 Pearson Education Canada10-5 Hawthorne Effect Based on a 1924 experiment at the Hawthorne Western Electric Plant near Chicago –Goal Measure the effects of lighting, ventilation and fatigue on employee productivity –Hypothesis Improved working conditions lead to increased productivity –Results/Conclusions Workers responded favourably to variations in the environment regardless of the direction of the change attention f eedback importanceEmployees were motivated by the attention, the f eedback and the feeling of importance
Copyright © 2009 Pearson Education Canada10-6 Self-Esteem Needs Social Needs Safety Needs Physiological Needs Self-Actualization Maslow’s Hierarchy Five Need Categories
Copyright © 2009 Pearson Education Canada10-7 Herzberg’s Two-Factor Theory Hygiene FactorsMotivational Factors High Job DissatisfactionJob Satisfaction Working conditions Pay and security Company policies Supervisors Interpersonal relations Achievement Recognition Responsibility Work itself Personal growth
Copyright © 2009 Pearson Education Canada10-8 McGregor’s Assumptions Theory X Employees Theory Y Employees IrresponsibleIrresponsible Lack ambitionLack ambition Dislike workDislike work Avoid responsibilityAvoid responsibility Motivated by extrinsic rewardsMotivated by extrinsic rewards Goal seekingGoal seeking CreativeCreative Like workLike work Accept responsibilityAccept responsibility Motivated by intrinsic rewardsMotivated by intrinsic rewards
Copyright © 2009 Pearson Education Canada10-9 Ouchi’s Theory Z EmployeeinvolvementEmployeeinvolvementFamilyenvironmentFamilyenvironment
Copyright © 2009 Pearson Education Canada10-10
Copyright © 2009 Pearson Education Canada10-11 Management by Objectives (MBO) Settinggoals 1 Implementingplans 3 Planningaction 2 Reviewingperformance 4
Copyright © 2009 Pearson Education Canada10-12 Staffing Challenges Skilled-labour shortage Rightsizing Quality of work and life
Copyright © 2009 Pearson Education Canada10-13 Skilled-labour Shortage Revised pay systems Career-development programs Educational programs
Copyright © 2009 Pearson Education Canada10-14 Rightsizing the Workforce Employee loyalty Employee burnout Job insecurity Technological advancements Information overload
Copyright © 2009 Pearson Education Canada10-15 The Committed Employee: Then and Now NowCharacteristicThen Seize the day Buys in (usually) Personal life and career Not looking (but will listen) Near-term Devotion to employer goals Priorities on the job Readiness to change jobs Attachment to employer Always faithful Follow orders The firm and its goals Not interested Long-term Personal motto
Copyright © 2009 Pearson Education Canada10-16 Quality of Work Life Job enrichment ReducesspecializationReducesspecialization ExpandsresponsibilitiesExpandsresponsibilities Job redesign RestructuresworkRestructureswork Coordinates skills and jobs Coordinates
Copyright © 2009 Pearson Education Canada10-17 Demographic Challenges Workforce Diversity Gender Issues Immigration Aging population Diversity initiatives The glass ceiling sexism Sexual harassment
Copyright © 2009 Pearson Education Canada10-18 Alternative Work Arrangements Flextime Telecommuting Job sharing
Copyright © 2009 Pearson Education Canada10-19 Working With Labour Unions Wages and benefits Working conditions Job security
Copyright © 2009 Pearson Education Canada10-20 Collective Bargaining Process Preparing to meet Preparing MeetingMeeting Reaching an agreement agreement 123 Voting and ratification ratification 4 5
Copyright © 2009 Pearson Education Canada10-21 Resolving an Impasse Mediation Arbitration
Copyright © 2009 Pearson Education Canada10-22 When Negotiations Break Down LabourManagement StrikeStrike BoycottBoycott PublicityPublicity StrikebreakersStrikebreakers LockoutsLockouts InjunctionsInjunctions